modernization cover · beach, fl. additionally, he served as executive officer on dauntless...
Post on 21-May-2020
1 Views
Preview:
TRANSCRIPT
Modernization cover
Protecting U.S. Maritime Interests Through Multi-Mission Integration
Search & RescueSearch & RescueSearch & Rescue
Marine SafetyMarine SafetyMarine Safety
Ports, Waterways,& Coastal SecurityPorts, Waterways,Ports, Waterways,& Coastal Security& Coastal Security
Drug InterdictionDrug InterdictionDrug Interdiction
Migrant InterdictionMigrant InterdictionMigrant Interdiction
Defense Readiness
Defense Defense ReadinessReadiness
Other LawEnforcement
Other LawOther LawEnforcementEnforcement
Living MarineResources
Living MarineLiving MarineResourcesResources
MarineEnvironmentalProtection
MarineMarineEnvironmentalEnvironmentalProtectionProtection
Ice OperationsIce OperationsIce Operations
Aids-to-NavigationAidsAids--toto--NavigationNavigation
1
Mr. Dana Goward – CG-51
Dana A. Goward
is the US Coast Guard's Director of Assessment, Integration and Risk Management. The Coast Guard by law is responsible for performing in eleven separate maritime safety, security and stewardship mission areas. Mr. Goward
and his team unify these efforts into a single service performance plan and budget. He is also leads the Coast Guard's mission assessment and risk management programs, is Co-Chair of the DHS Geospatial, Position, Navigation and Timing Executive Committee, and serves as the DHS and Coast Guard Executive Agent for Maritime Domain Awareness.
He is a retired Coast Guard officer who, when on active duty, served afloat, as a federal magistrate, as a regional director of human
resources, and as the director of the world's largest public safety and security boat operation. Most of his military career, however, was spent as a helicopter pilot and he was the commanding officer of the Coast Guard’s air station in New Orleans. He is the recipient of the Air Medal and Helicopter Association International Igor Sikorsky Award for
the rescue of two fishermen at the height of a hurricane; a commendation for his creation of the Coast Guard’s helicopter rescue swimmer program; and the Legion of Merit for transformation of US Coast Guard boat operations.
Mr. Goward
is a graduate of the US Coast Guard Academy, naval flight training, the Navy's Aviation Safety program, the Naval Postgraduate School, and holds a certificate in Human Performance from the University of New Orleans.
Dana A. GowardDirector, Assessment, Integration,
and Risk ManagementU. S. Coast Guard
2
Strategic Intent to inform Budget and Acquisitions
November, 2008
3
SOPP
4
Strategy →
Budget →
Mission Execution
CG-5
Mission Performance
Plans
(11 Missions)
CG-5
Mission Performance
Plans
(11 Missions)
5
Mission Performance Plans (MPPs)
• Cover all 11 missions
• Identify key drivers and trends
• Establish end state out to 2025
• Outline goals and objectives
• Detail major initiatives for FYHSP period
• Internal / External Communication Tool
Strategy →
Budget →
Mission Execution
PLAN
CG-5Coast Guard Ops Strategic Intent
(Integrated)
Mid JUL
Early JUL
JUN
MAY
Early JULCG-5Identify, Validate
Key Drivers& Trends
CG-5Conduct USCG
N. Maritime Strategic Risk Assessment
(NMSRA)
CG-5Identify and PrioritizeRisk & Performance
Gaps, Issues, &Strategy Alternatives
CG-5Assess Performance and Complete Initial Annual Performance Accountability Report
APR
CG-5Program
Performance Plans(11 Missions)
OPCOMFORCECOM
DCMS
CG-7OPCOM
FORCECOMDCMS
OPCOMFORCECOM
DCMS
OPCOMFORCECOM
DCMS
Late MAY - Early JUN
CG-7Provide Status of Previous Budget Submissions and Budget Guidance
CG-5
Mission Performance Plans
(11 Missions)
6
CG-5Coast Guard Ops Strategic Intent
(Integrated)
Mid JUL
Early JUL
JUN
MAY
Early JULCG-5Identify, Validate
Key Drivers& Trends
CG-5Conduct USCG
N. Maritime Strategic Risk Assessment
(NMSRA)
CG-5Identify and PrioritizeRisk & Performance
Gaps, Issues, &Strategy Alternatives
CG-5Assess Performance and Complete Initial Annual Performance Accountability Report
APR
CG-5Program
Performance Plans(11 Missions)
OPCOMFORCECOM
DCMS
CG-7OPCOM
FORCECOMDCMS
OPCOMFORCECOM
DCMS
OPCOMFORCECOM
DCMS
Late MAY - Early JUN
CG-7Provide Status of Previous Budget Submissions and Budget Guidance
PLAN
•
Strategic Risk
•
Operational Risk
•
Mission Support Risk
•
Institutional Risk
CG-5
Mission Performance Plans
(11 Missions)
Strategy →
Budget →
Mission Execution
7
RESOURCE
CG-5Coast Guard Ops Strategic Intent
(Integrated)
Mid JUL
CG-5Planning Memo
(Guidance)
Late AUG
CG-7Develop RPs, LCPs,
and other ACCCP Proposals
SEP - OCT
CG-7/5Integrate & Prioritize
ACO RPs, LCPs, and other ACCCP
Proposals
DEC - JAN
NOV - DEC
Mid AUG
CG-8Execution Order
(Process)
Secretary DHSIntegrated Planning
Guidance(IPG)
Early AUG
CG-00Commandant’s
Intent
Late JUL
Coast GuardStrategic Intent
Summit
Investment BoardApprove
RPs, LCPs, and other ACCCP
Proposals
JAN
CG-5OPCOM
FORCECOMDCMS
OPCOMFORCECOM
DCMS
LC
ACOOPCOM
FORCECOMDCMS
RGIntegrate & PrioritizeUSCG RPs, LCPs, and other ACCCP
Proposals
Early JAN
CG-7OPCOM
FORCECOMDCMS
Commander’s Intent is established for next FYHSP period with emphasis for
developing next FY budget
•
Establishes organizational focus
•
Lists objectives to be addressed during FYHSP horizon
•
Prioritizes objectives for current budget build
DCO Strategy →
Budget →
Mission Execution
8
RESOURCE
CG-5Coast Guard Ops Strategic Intent
(Integrated)
Mid JUL
CG-5Planning Memo
(Guidance)
Late AUG
CG-7Develop RPs, LCPs,
and other ACCCP Proposals
SEP - OCT
CG-7/5Integrate & Prioritize
ACO RPs, LCPs, and other ACCCP
Proposals
DEC - JAN
NOV - DEC
Mid AUG
CG-8Execution Order
(Process)
Secretary DHSIntegrated Planning
Guidance(IPG)
Early AUG
CG-00Commandant’s
Intent
Late JUL
Coast GuardStrategic Intent
Summit
Investment BoardApprove
RPs, LCPs, and other ACCCP
Proposals
JAN
CG-5OPCOM
FORCECOMDCMS
OPCOMFORCECOM
DCMS
LC
ACOOPCOM
FORCECOMDCMS
RGIntegrate & PrioritizeUSCG RPs, LCPs, and other ACCCP
Proposals
Early JAN
CG-7OPCOM
FORCECOMDCMS
DCO-R/CG-7 in conjunction with DCMS & FORCECOM:
•
Translates objective needs into an identifiable solution (ACCCP) for current budget cycle
•
Establishes criteria for Mission Analysis Reports to determine long-term capability requirements
Strategy →
Budget →
Mission Execution
9
RADM Wayne E. Justice – CG-7
Rear Admiral Wayne Justice serves as the Assistant Commandant for Capability (CG-7). He is responsible for identifying and providing capabilities, competencies, and capacity; for developing standards for the staffing, training, equipping, sustaining, maintaining, and employing Coast Guard forces to meet mission requirements. Rear Admiral Justice previously served as the Director of Response Policy (CG-53) where he oversaw the development of operational policy guidance for the search and rescue, law enforcement, defense operations, and incident management missions. Rear Admiral Justice came to Washington after serving as Chief of Staff for the 7th Coast Guard District (D7) in Miami, FL, where he oversaw the performance of 12,000 men and women, as well as 52 cutters, 182 small boats, and 39 aircraft.
His previous staff assignments have included: D7 Chief of Operations; D7 Chief of Law Enforcement; Chief, Office of Programs at USCG HQ; Executive Assistant to Commander, Atlantic Area; and Coast Guard Aide to Presidents Bush and Clinton. Additionally, he served as Aide to the Vice-Commandant, and as the Senior Watch Officer in the Miami Operations Center.
His shipboard assignments have included: Commanding Officer of the Coast Guard Cutters MUNRO (WHEC-724), homeported
in Alameda, CA; MOHAWK (WMEC-913), Key West, FL; SHEARWATER (WSES-3), Key West, FL; and CAPE SHOALWATER (WPB-95324), West Palm Beach, FL. Additionally, he served as Executive Officer on DAUNTLESS (WMEC-624) homeported
in Miami, FL; and as Deck Watch Officer on HAMILTON (WHEC-715), Boston, MA. In the course of his career, Rear Admiral Justice’s cutters seized 40 drug smuggling vessels, over 140 tons of marijuana and cocaine, arrested over 135 smugglers, and have interdicted and rescued over 4,500 Haitian, Chinese, Ecuadorian and Cuban migrants.
Rear Admiral Justice graduated with a Bachelors of Science degree in Management from the U.S. Coast Guard Academy in 1977. He received his Masters of Science degree in Human Resource Management with Honors from Nova University in 1983. He
received a Masters of Arts degree from the U.S. Naval War College, College of Naval Warfare, in Strategic Studies in 1996. His personal awards include the Defense Superior Service Medal, Legion of Merit (three awards), Meritorious Service Medal (three awards), and Coast Guard Commendation Medal (four awards).
He is married to the former Virginia Arrington from West Palm Beach, FL.
They have two children Amanda and Michael.
Rear Admiral Wayne E. Justice
Assistant Commandant for CapabilityU. S. Coast Guard
10
Integrated Requirements Process
Concept & Technology
Development
Capability Development & Demonstration
Production &
DeploymentProject InitiationProject
Identification
Validated
Capability
Gaps
System
AcquisitionRequirements Generation
and Management
1 2 30
Collaborative development by formally chartered teams
Requirements process synchronized with budget process
Funding for requirements generation and management
Quality ensured through policy, process and gatekeeper assessments
Training and certification of requirements personnel
Guidance, templates and examples to support process
Traceability and change management through analysis and standard requirements database
Milestone 0 foundation for valid requirements
Preliminary
Operational
Requirements
Document
Mission Need
Statementand Concept
of Operations
Operational
Requirements
Document
Operational
Requirements
Document
(revalidated)
Mission
Analysis
Reports
Proc
ess
Elem
ents
Prod
ucts
Phas
es
11
Mission Needs Statement
MAR
MS 0
Establish Team
Perform Analysis
Adequate
Not Adequate
Summarize Gaps & Capabilities
Assess Analysis
Draft MNS
Gatekeeper Review
Final Review
Approved MNS
MS 1
• Formal, high level statement
• Identifies strategic need for investment
• Broad description of asset type required to close capabilities gap
12
Concept Of Operations (CONOPS)
MAR/ MNS
MS 0
Establish Team
Perform Analysis
Draft CONOPS
Gatekeeper Review
Final Review
Approved CONOPS
MS 1
Describes how the proposed asset or system will be used to meet mission needs
Mission scenarios
Describes how the proposed asset or system will be supported
Support scenarios
Distills functional capabilities for ORD development
Develops consensus among all user entities
13
• PORD represents Sponsor’s minimally constrained requirements
• Iterative process allows refinement
• Approved ORD is a contract between Sponsor and Acquirer
Operational Requirements Document (ORD)
Approved PORD
Analysis Final Review
Approved ORDPreliminary
ORDDraft ORD Gatekeeper
Review
MS 2
Supplemental Analysis
Final Review
Approved ORDApproved
ORDORD Update
Gatekeeper Review
MS 3
CONOPS Translation
MS 1
Obtain Resources
Final Review
MNS
CONOPS
Analysis Draft PORD Gatekeeper Review
CONOPS Translation
Preliminary PORD
14
DRAFT – Pre Decisional
Framework of FMA
Charter Alignment MissionValidation
Fleet CapacityAnalysis
“PerformanceAssessment”
CostAnalysis
BusinessCase
ROI
CapabilityDefinition
Asset Designs &Attributes
Fleet-Mix Designs
Trade-Offs
Mission PerformanceTargets
Validation Design A
nalysis Report
Campaign M&S(CGMOES, etc.)
Design AlternativesOPC UAS LRI
External Reporting
Fleet Alternatives
Asset Alternatives
15
Capability and Capacity
Mission Objective –
“What is CG Required to Do?”
Sample Mission:AMIO
Mission Performance Targets –
“How Much/How Well?”
Mission CONOPS –
“What Actions Required?”
Capability Definition –
“What Do We Need to Do It?”
Capacity –
“How Much Capability is Required?”
Cap
abili
ty F
low
Dow
n
AwarenessSurveillance
Interdict/Deter 87%
Stop 100%Terrorists
Stop 40%At Sea
ProactiveOperations
ProsecutionInterdiction
PreventionSortie/Response
Sensors Command& Control
On-ScenePresence
Boarding Detain/Evacuate
TacticalSurveillance
Daily
% CutterPer OpArea
Boarding Teams2xEvent
Detain/REPAT/Control
On-Scene C2
DRAFT – Pre Decisional16
RADM Gary T. Blore – CG-9
Rear Admiral Blore
assumed duties as the Assistant Commandant for Acquisition and Chief Acquisition Officer (CAO) on July 13, 2007. In this capacity, he directs efforts across all Coast Guard acquisition programs and related procurement management, contracting and research and development
activities to support the Service’s current $27 billion acquisition investment portfolio. Prior to this assignment, Rear Admiral Blore
served as the Program Executive Officer of the Coast Guard’s Integrated Deepwater System, overseeing the sustainment, modernization, and recapitalization of surface, air, command and control, and logistics assets for the Coast Guard's multiple maritime missions.
A 1975 graduate of the U.S. Coast Guard Academy, Rear Admiral Blore
initially served aboard the medium endurance cutter Venturous. In 1976, he commenced flight training at Naval
Air Station Pensacola, Fla., and was designated a Coast Guard Aviator. From 1977 until 1982, he served as a helicopter aircraft commander at Coast Guard Air Station Brooklyn, N.Y., deploying frequently aboard cutters in the Caribbean. During that tour, he participated in the U.S. response to the Cuban Refugee Crisis of 1980. After a subsequent
tour as a Program Reviewer and Budget Analyst for the Coast Guard Chief of Staff at Coast Guard Headquarters in Washington, D.C., he transitioned to Coast Guard "Guardian" fan-jets in 1988 and served as an aircraft commander at Coast Guard Air Station Cape Cod, Mass. While there, Rear Admiral Blore
deployed as executive officer of a 28-member aviation detachment to Manama, Bahrain, during Operations Desert Shield and Desert Storm. In 1992, Rear Admiral Blore
became the Group Operations Officer and then Deputy Group Commander for Coast Guard Group and Air Station, Corpus Christi, Texas. Following that assignment, he was selected to attend the Air War College, in Montgomery, Ala., where he studied national security issues.
In 1997, he became the fourteenth Commander of Group/Air Station
Astoria, Ore., where he directed Coast Guard air and motor lifeboat operations along the Oregon and Washington coast.Following a three-year command tour, Rear Admiral Blore
returned to Coast Guard Headquarters in July 2000 for assignment as Chief, Office of Aviation Forces, with programmatic oversight for all 30 of the Coast Guard’s air stations and facilities. From July 2002 to July 2004, Rear Admiral Blore
served as the Coast Guard's Chief, Office of Budget and Programs for the Assistant Commandant for Planning, Resources and Procurement. He was responsible for formulation, justification, and programmatic execution of a $7 billion budget, Coast Guard policy review, and coordination of external outreach.
Upon promotion to flag rank in September 2004, Rear Admiral Blore
served as Special Assistant to the President. In that capacity, he was the Homeland Security Council’s Senior Director for Border and Transportation Security.
Rear Admiral Blore
is a DHS Level 3 Program Manager and holds a Bachelor of Science degree in economics, with honors, from the U.S. Coast Guard Academy. He also has a master's degree in public policy and administration from Columbia University, where he was selected as an International Fellow. His personal decorations include five awards of the Legion of Merit, two Meritorious Service Medals, two Coast Guard Commendation Medals and the Transportation 9-11 Medal, as well as other service and campaign awards.
Rear Admiral Gary T. Blore
Assistant Commandant for Acquisition & Chief Acquisition
Officer (CAO) U. S. Coast Guard
17
USCG Recapitalization
The USCG requires capable patrol boat and medium endurance cutters to fulfill its statutory missions
Aging legacy fleet assets drive the need for recapitalization
18
Legacy Ship Characteristics
Island-class Patrol Boat Medium Endurance CutterLength 110 feet 270 feetBeam 21 feet 38 feetDraft 7.3 feet 14 feet
Propulsion 2 diesels, 5,820 bhp, 2 shafts 2 diesels, 7,290 bhp, 2 shaftsSpeed 29.7 knots 19 knots
Displacement 155 tons full load 1,780 tons full loadAviation N/A Flight deck with hangar; HH-
60J or MH-65C helicopterArmament Mk38 25mm machine gun,
2x12.7mm MGMk75 76mm OTO Melara gun,
2x12.7mm MGCrew 16-18 100
19
Parent Craft Acquisition Strategy
For lower intensity maritime operations, do we need original design?
20
Assessing the Patrol Boat Market
Request for Information (RFI) - April 2006
Market Survey included 27 industry submissions
Independent assessment of industry submissions
Conducted by a private, third party firm
Engineering Analysis
Recommendations on requirements changes
Compared 27 designs to USCG Top Level Requirements (TLR)
Purpose: determine with a reasonable level of confidence that more than one vessels existed that could be feasibly adapted to meet USCG requirements
Responses:
None met all TLR requirements (without modifications)
Five vessels were determined to be easily and cost effectively adaptable to the FRC TLR requirements with non-critical path engineering changes
Nine vessels did not appear to conform to the initial TLR but could be made to comply with major modifications to the design
Thirteen vessels did not appear to conform to the initial TLR (even with modifications)
21
Patrol Boat RFI Requirements
RFI Target RequirementsLength N/A
Navigational Draft N/A
Speed 30 kts @ 97% Max Continuous Rating (MCR)
Best Economic Speed
N/A
Maneuvering Speed N/A
Crew 20 enl, 2 off + 2 guests
Range Fuel for 5 Day Mission (threshold); 7 Day Mission (objective)
Endurance 7 days
Sea Keeping All missions through Sea State 4
Communications Capable of multiple (>1) HF, VHF, UHF, Milsatcom & real-time secret-level network (SIPRNET)
Weapons 25MM remote operated, stabilized main gun and two manned .50 cal machine guns
Small Boat Launch/ Recovery
7M (up to 8,500 lb) Rigid Inflatable Boat with stern ramp
Recognizing the need to potentially adjust requirements in order to leverage the existing Patrol Boat Market, designs were considered which fell into
an expanded range
RFI Range of Characteristics for ConsiderationLength 120-160 ft (36.5-49 meters)
Navigational Draft Up to 10 ft (3 meters)
Speed, Full Load 26-45 knots
Best Economic Speed
10-13 knots
Maneuvering Speed
3-5 knots
Crew 16-24
Range 3500-5500 NM @ Best Economic Speed
Endurance 5-10 days
Sea Keeping N/A
Communications Multiple HF, VHF, UHF, Milsatcom & near real-time secret- level network (SIPRNET) - Multiple HF, VHF, UHF, Milsatcom & real-time secret-level network (SIPRNET) and Link
Weapons 25MM Main Gun and .50 cal machine gun - 25MM remote operated, stabilized main gun and two manned .50 cal machine guns
Small Boat Launch/ Recovery
Over the Side or Stern Ramp
22
Market Survey
Sample data and overall summary of 27 Parent Craft Patrol Boat responses
Sample 1 Average Range
No. Boats built 8 15 3 3.9 N/A
Length 120-160' 104’ 148' 154' 149.3' 104’-190’
Draft, Navigational 7’
to 10' 5’-6” 7' 7’-5” 5’-10’
Full Load Speed 30-40 Kts 33.5 knots 32.5 knots 26-27 knots 23-24 knot 30.8 knots 21-43 knots
Accommodations 22 16 27 16 20 23.7 12-38
Range @ 10 Kts N/A 1566 nm 3698 nm 2482 nm 1000nm-8200nm
Range @ 30 Kts N/A 422 nm 970 nm 992 nm 650nm-1800nm
Endurance 5-7 days 7 days 10 days 7 days 7 days 10 days 5-28 days
Hull Material N/A Steel Steel Steel Steel 8 Composite 5 Aluminum 13 Steel
Superstructure Material N/A Aluminum Aluminum Composite Aluminum 8 Composite 18 Aluminum 0 Steel
Stern Ramp, Deck Crane or Davit
Stern Ramp Stern Ramp Deck Crane Stern Ramp Davit8
Stern Ramp13
Deck Crane6
Davit
SS 4
Weapons 25mm 25 mm 76 mm 25mm 25mm
Vessels Less than 160 feet meeting initial Definition of Proven Patrol BoatProp. TopLevel Rqm’t
DesignElement
Sea StateOperational Sea State 5 Sea State 5 Sea State 4 Sea State4 Sea State 3-74.6
32mm 25mm-76mm
Results Summary for 27 vesselsSample 2 Sample 3 Sample 4
8
2312 nm
672 nm
2188 nm
1230 nm
144'
9' 7’-5”
23
FRC Requirements
Fixed Requirements – Prescriptive Circular of Requirements (COR)Performance Parameter FRC (TLR) Threshold RequirementFlank Speed 28 knotsIndependent Operation 5 daysSea Keeping Continuous Operations through SS4Boat Launch & Recovery Through SS4 with 3 personnel on deckLength 120'-160'Draft 10'
Towing Tow vessel similar in size and displacementAMIO 150 migrants @ 5 sqft
per personWatchstanding 2 Bridge, 1 EngineerBerthing 24, 4 person max in any berthing areaInternal Deck Space 50 sqft
per accommodationMessdeck
Seating 16Speed Range Bumpless
3 knots to Flank speedService Life 20 yearsVessel Classification American Bureau of Shipping (ABS) -
High Speed Naval Craft
Chem/Bio requirement eliminated
24
Sentinel Class Details
Parent Craft – Based on Damen’s Stan Patrol 4708
FRC/Sentinel Class
RFP Requirements
Length: 120 ft. –
160 ft.
Flank Speed: 28 knots min.
Independent Operations: 5 days min.
Seakeeping: At a minimum conduct all missions through SS4 and survive through SS6
C4ISR: Interoperable with CG, DHS, DOD, RESCUE 21.
Armament: 25mm remote operated weapon system, .50-
caliber machine guns
Crew Size: 20 Enlisted and 2 Officers
Small Boat Launch/recovery: Performed safely with no more than 3 personnel
25
Assurances
Direct contractor relationship
Detailed technical requirements
Cutter classification - ABS HSNC
Parent Craft designer and builder on engineering team
On-site Government staff
Fixed-price
Technical Authority extensively involved
Independent Verification
Navy Partnerships
Use of State-of-the-Market Technology
LRIP
Option for Data & License Package – Ability to Re-compete Cutters
Artist rendition of the new USCG Sentinel Class Patrol Boat
123
26
Offshore Patrol Vessel
Is same parent craft strategy applicable?
27
OPC Requirements
Proven, currently in-service vessels
Or, variants of in service vessels
Capable of being built or licensed to be built in the United States
OPC missions will generally operate in deep water (beyond 50 nautical miles from shore) in extreme environmental conditions in a low threat environment. Missions:
ports and waterways security
search and rescue
drug interdiction
migrant interdiction
Exclusive Economic Zone (EEZ) enforcement
defense of escorted vessels
command presence in areas of distress
The vessel will generally operate for 185-210 days away from homeport
USCG intends to acquire up to 25 vessels28
Requirements in the OPC RFI (October 2008)
RFI Notional RequirementsLength N/A
Navigational Draft N/A
Speed Escort typical merchant vessel ~ 25 Knots
Best Economic Speed
N/A
Maneuvering Speed N/A
Crew ~ 100 regular crew (officer/enlisted ratio ~ 20/80) plus ~ 20 surge (to include aviation, intelligence or other detachments)
Range 7500 NM, @12-14 knots, with 30% fuel reserve
Endurance ~ 14 days between refueling and 45 days of provisions and stores
Sea Keeping Continuous operation (other than replenishment and strike down) through sea state 5 (including aviation and small boat operations), limited operation and capability of continuing mission through sea state 7, and survive without serious damage to mission essential systems through sea state 8
Communications Capable of multiple (>1) HF, VHF, UHF, Milsatcom & Real time secret-level network connectivity (SIPRNET) IMARSAT, GMDSS
Weapons MK 100 Mod 0 57MM remote operated stabilized and Four.50 guns (Remote Operated Small Arms Mount [ROSAM] equivalent)
Small Boat Launch/ Recovery
Two small boats
Classification American Bureau of Shipping High-Speed Naval Craft Guide
Service Life 30 years
RFI Range of Characteristics for ConsiderationLength 300 – 390 feet
Navigational Draft Up to 18 feet
Speed, Full Load 24 – 30 knots
Best Economic Speed
12 -15 knots
Maneuvering Speed
5 – 8 knots
Positive Steering All Speeds
Accommodations 90-130
Range 5500 NM – 9000 NM @ Best Economic Speed
Endurance 30-50 days provisions and stores
Sea Keeping N/A
Communications Multiple HF, VHF, & UHF voice circuits (classified & unclassified), Milsatcom & Commercial Satcom data circuits (classified & unclassified) including SIPRNET
Common Operating Picture
Ability to display own ship tracks as well as contact info passed from other commands (ship/air/shore)
Weapons 35-57 MM remote operated, Stabilized and >3 .50 cal guns (ROSAM equivalent or manned)
Small Boat Launch/ Recovery
Over the Side or Stern Ramp, minimum of two boats simultaneously deployed
Aviation Facilities Minimum of 1 landing spot and one hanger
Classification International Associated Classification Societies (IACS)
Service Life 25-40 years
29
Summary
Parent Craft acquisition strategy is viable
The use of RFIs is an effective tool in validating
Parent craft approach
Requirements
Key acquisition success factors include
Technical Authority
Detailed Design Requirements
Direct Contract relationship
Sponsor Engagement
Designer Participation
ABS Class
Navy Partnership
Low risk
–
Independent Third Party Review
–
Use of State-of-the-Market Technology
–
LRIP–
Option for Data & License Package – Ability to Re- compete Cutters
30
http://www.uscg.mil/acquisition
31
Ms. Claire M. Grady – CG-91
Claire M. Grady is the Senior Procurement Executive and the Head
of the Contracting Activity for the U.S. Coast Guard, providing leadership on procurement operations and policy development and also serves as the Competition Advocate. Prior to assuming this role in July 2007, Ms. Grady was the Director of Strategic Initiatives in the Office of the Chief Procurement Officer for the Department of Homeland Security (DHS) where she provided strategic direction impacting DHS’
multi-billion dollar contracting and financial assistance through a broad portfolio of acquisition initiatives,
including Acquisition Policy, Grants Policy and Oversight, Strategic Sourcing, Competitive Sourcing, and Acquisition Systems.
Ms. Grady has been a certified acquisition professional since 1996 and is certified at Level III in Contracting by DOD and DHS. Prior to joining DHS, Ms. Grady held a number of critical procurement positions within the Department of the Navy, including serving as the Deputy Division Director for Surface Weapon Systems at the Naval
Sea Systems Command (NAVSEA) where she provided executive leadership and strategic guidance for the acquisition of major weapon systems with annual obligations in excess of $4.5B. She has extensive experience in developing and implementing successful acquisition strategies and business process re-engineering. Over the course of her career, Ms. Grady has served as contracting officer for the Navy's latest Amphibious Assault Combat Ship (LPD 17), program manager for the multi-billion dollar Navy-wide acquisition of contractor support services (SeaPort) and Director of Strategic Initiatives for the NAVSEA Contracts Directorate.
Ms. Grady holds a Bachelor of Arts degree in Economics from Trinity University, a Master in Business Administration degree from the University of Maryland and a Master of Science degree in National Resource Strategy from the Industrial
College of the Armed Forces
Ms. Claire M. GradySenior Procurement Executive &
Head of Contracting Activity (HCA) United States Coast Guard
32
Commercial off-the-shelf
Adapt/Ruggedize
Integrate COTSor NDI Subsystem
Developmentwith Commercial orNDI Components
New DesignDevelopment
Dev
elop
men
t Cos
t
Development Time
Acquisition Approach For New Needs
33
Characteristics
Detailed SpecificationsDetailed Specifications
Contains design solutions
How requirements are to be achieved
How an item is to be fabricated
How an item is to be constructed
Performance SpecificationsPerformance Specifications
Defines function of item
Environment in which it must operate
Interface/Interchangeability requirements
Criteria for verifying compliance
“HOW TO” “WHAT”
34
Need to strike the right balance on the spectrumNeed to strike the right balance on the spectrumNeed to strike the right balance on the spectrum
Market Research
A continuous process for gathering data on product characteristics, supplier's capabilities and business practices that surround them - plus the analysis of that data to make acquisition decisions (SD-5, Market Research, July 1997)
Research information should be used for the content of (1) product description, (2) the support strategy, (3) terms and conditions to be included in the contract and (4) evaluation factors used for source selection
Two phases:
-
Surveillance -- Keeping abreast of technology and product upgrades
-
Investigation -- In-depth, looking for specific requirements
WHAT IS IT?WHAT IS IT?
35
Market Research
Conducted by everyone involved in acquisition
Identify opportunities for use of commercial products or services to meet defense needs
Access to latest technology -- state-of-the-market technology integrated into systems and assets
Reduce costs
Reduce acquisition time
Write specifications and SOWs to allow companies to offer commercial items and services
WHO DOES IT & WHY?WHO DOES IT & WHY?
36
Acquisition Strategy
Contract for the item (Cost vs Fixed Price, Fee Structure)
Develop the item (COTS, NDI, New Design Development)
Test the item (Contractor approved, Government, or develop new test procedures)
Produce the item (is it viable to have multiple vendors and/or solutions?)
Field the item (Which unit, how many items, when needed)
HOW WILL WE?HOW WILL WE?
37
http://www.uscg.mil/acquisition
38
QUESTIONS?
39
BACK-UP SLIDES
CG-9 Organization Full Operational Capability, FY09
ChiefContract
OperationsGS-15
CG-912
Deputy HCA GS-15
CG-91D
Director ofContracting and
ProcurementHCA/SES
CG-91
Director ofAcquisitionProgramsPEO/O-7
CG-93
Deputy PEO SES
CG-93D
Program Manager Aviation
AcquisitionsO-6
CG-931
Program Manager
C4ISRAcquisitions
O-6CG-933
Program Manager Surface
AcquisitionsO-6
CG-932
ChiefProcurement
Policy & Oversight
GS-15CG-913
ChiefAcquisition
SupportGS-15
CG-924
ChiefResource
Mgmt GS-15
CG-928
ChiefResearch
DevelopmentTest and
EvaluationO-6
CG-926
ChiefAcquisitionWorkforce
Management OfficeGS-15
CG-921
Program Resident Offices
Asst Comdt forAcquisition
O-8CG-9
==========Director of
Acquisition ServicesSES
CG-92
Program Manager Non-Major
AcquisitionsO-6
CG-934
Command Cadre
Office & Programs
CO R&D Center O-6
Field Unit
Technical Authorities
CG-1 Human Resources
CG-4 Engineering and Logistics
CG-6 Command, Control, Communications, Computers & IT
MatrixSupport
MatrixSupport
ChiefStrategic
Planning &CommsGS-15
CG-925
ChiefInternational
ProgramsGS-15
CG-922
USCG Chief of Contracting Offices
top related